Index
Achor, Shawn, xiii
acts, 119
adaptation, 149–51
agenda, 60
Anderson, Ray, 120
Apple, 129
applications, 163–70
authenticity, 148
crisis leadership strategy of trust and, 152–57
higher purpose essential of, 102–4, 106–7
autonomy, 71
Baker, Wayne, 52–54
Ballmer, Steve, 126–27
banking, x
bankruptcy, 156
barriers, x–xi
Before Happiness (Achor), xiii
benefits, 140–45
Berg, Justin M., 74
Bhatt, Ela R., 123–24
Buksbaum, Lisa Honig, 122
Burt’s Bees, 74–75
Camden, Carl, 97–99
capacity, 12
excellence increased by leaders’, 2, 3f, 158
cares, crisis leadership and, 148–49
Carnegie, Dale, 62
Center for Positive Organizations, 2
benefits and purpose of, 140–45
benefits focus as practice in, 143–44
e-mails for implementation of, 159–60
employees as resources, not resisters to, 136–37, 144–45
employees’ capability practice in, 144–45
micro-moves for generative, 126–27
micro-moves’ importance in, 127–28, 132–35
overarching goals supporting, 159–60
ownership practice in, 142–43
practice of resisters to resources for, 142–45
Charmel, Patrick, 88–89
clients, 20–21
Collaborative Care, 130–31
common good, 99–100
comparisons, 83
connections, 28–29
development of, 165–67
high quality, 11–26
constraints, 123
contributions, 27
core nuggets, 162–70
Cramer, Jack, 133
creation, of vision, 164–65
crisis
economic and banking, x–xii
opportunity created from, 147–48, 155, 160
positive identity and aversion of, 63–64
seeds of hope planted in, 63
crisis leadership
cares about, 148–49
Ford Motor Company’s lesson in, 154–57
opportunity from crisis in, 153–54, 156–57, 160
scanning for possibilities in, 151–52, 155
cultivation, 115–16, 124, 162–64
culture, 170–71
positive, 152–53
despair, 141–42
development, of connections, 165–67
developmental plans, 71–72
discovery, micro-moves of, 128–32
diversity, 57
Drucker, Peter, 110–11
Dutton, Jane E., 74
economic crisis, ix
e-mails, 159–60
emotional triggers, 38
emotions
critical phase responses to, 36–37
goal alignment with, 33
managing, 36–39
mindfulness by balancing, 34–35
mindfulness in value with, 40
negotiation processes and, 32–33
self-narration for managing, 36–37
despair overcome by, 141–42
as end users, 28
ethical leaders’ influence on, 91–92
feedback provided for, 51, 53–54
leaders blaming, 136
as resources, not resisters to change, 136–37, 144–45
empowerment, 49–50
enabling, 83–84
encouragements, 84
energy, health sustained by managing, 48, 53–54
leaders’ potentiality and, 4
mindful, 47
respectful, 13–15
supportive communication inviting, 14–15
Weston Solutions’ strategies for client, 20–21
ethical leaders, 90–94
ethics
auditing for, 95–96
common good in, 99
compassion in, 98–99
hiring in, 95
implementing code of, 95, 97, 99
mantra search in, 93
micro-move for infusion of, 132
organizational practices for, 94–99
pitfall avoidance in, 93–94
positivity in, 96
rewards practice in, 98
solitaire avoidance in, 94
unbiased information in, 98
walk the talk strategy in, 92–93
Everest goals, 85–87
excellence
leaders increasing capacity for, 2, 3f, 158
organizations’ trajectories of, 3f, 4, 113, 158
relationships for fostering, 9
seed ideas as possibility for, 5, 52, 133, 158
facilitation, of transcendence, 85–87
Ford, Bill Jr., 155–57
Ford Motor Company, 154–57
forgiveness, 83–84
Fortune Magazine’s Most Admired Company’s List, 97
Fortune’s Top 100 Best Places to Work, 88
Fredrickson, Barbara, 12
Free the Children, 124–25
Frey, Donna, 134
fundamental shift of leadership (FSL), 107
fundamental state of leadership best practices (FSLBPs), 108
GIVE model, 56–57
goals, 117–18, 159–60. See also Everest goals; strategic goals
Gore, Bill, 133–35
Gore, Vieve, 133–35
gratitude, 82–83
Great Recession of 2008, 154–57
Griffin Hospital, 88–89
energy management for sustaining, 48, 53–54
health care professionals, 24–25, 88–89
higher purpose, 100–101
authenticity essential for, 102–4, 106–7
birth of, 110–11
in cultural insights, 110–11
economic logic for, 102–5, 109–10
imbuement strategies for, 106–10
leadership’s state of, 107t
leaders not valuing, 105–6
meaningfulness association with, 84, 91
organization’s reorientation for, 110–11
person in strategy for, 106–7
purpose and change for, 104–5
purpose and meaning for, 103–4
reasons for pursuit of, 103–4
vision formulation strategies of, 108–9
high-quality connections (HQCs). See also connections
clients and building of, 20–21
design for fostering, 21
health promoted by, 12
inspiration outsourcing for, 22–26
leaders valuing, 19
learning and, 12
organizations for fostering, 17–18
rewards for building, 17–18
routines and practices to build, 18
strategies for building, 13–17
trust as contributor to, 15–16
acts as resuscitations of, 119
constraints released by, 123
as emergency virtue, 117
events for redirection of, 125
Free the Children’s cultivation of, 124–25
goals sustained by cultivating, 117–18
as leadership tool, 116
Me to We cultivation of, 124–25
principle of acting “as if” in, 118–19, 123–25
principle of “kiss it better” in, 120–22
principle of “shared, not stored,” 122–24
principles for cultivating, 118–24
value of, 116–18
hopefulness, 121
hopelessness, 121
identity
crisis aversion by positive, 63–64
GIVE model of positive, 56–57
infusions for positive, 59–62
leaders constructing positive, 55–57, 64
questioning positive, 57–58
responses to at work, 56
threats to, 57–58
work strategies for cultivating, 58–62
individuals, 128
information, in practices, 49, 98
infusions, positive identity, 59–62
Ingoma Nshya, 121–22
initiative, 133, 137, 161, 167–68
urgency aspect of change and, 142
innovation, 47
Institute for Crisis Management, 147–48
Interface, Inc., 120
investments, 47–48
Inzozi Nziza, 121–22
job
impact of exposure to one’s, 24–25
optimization of, 67–68
uncertainty embracement for, 134
job crafting
aspiration in, 70
autonomy enabling, 71
Burt’s Bees support of, 74–75
in developmental plans for, 71–72
employees proactivity and, 66–67
Google opportunities and, 73
management support of, 75
meaning generated by, 47
opportunities in, 70–75
for optimal design of job, 65
organization design for, 70–71
strategic goals enabling, 72
strategies of, 67–70
swap meets enabling, 72–73
Katese, Odile Gakire, 121–22
Kelly, Russell, 97–99
Kelly Services, 97–99
Kielburger, Craig, 124–25
Kielburger, Marc, 124–25
kindness, in relational mindfulness, 35
Latino/as, 57
leaders, xii, 5–7, 43, 60, 160
behaviors of transformational, 103–4
conveyance of presence as effort for, 14
core nuggets for positive, 162–70
employees blamed by, 136
empowerment provided by, 49–50
ethical, 90–94
excellence capacity increased by, 2, 3f, 158
higher purpose imbuement by, 100–101
higher purpose not valued by, 105–6
high-quality connections (HQCs) valued by, 11–13, 19
inspiration outsourcing by, 30–31
mindfulness cultivation by, 34–36
people’s best brought out by, 1–2
positive identity constructed by, 55–57, 64
potentiality and engagement of, 4
leadership, x, xi. See also crisis leadership
aspirations for positive, 4
economic logic for positive, 101–2
fundamental state of higher purpose in, 107t
hope as tool for, 116
insights about positive, 161–62
organization’s culture and impact of, 170–71
Leadership Lifeline, 60
vision and strategy for, 108–9
lesbian, gay, bisexual, and transgender (LGBT), 57
Lynch, Phil, 19
Maxwell, John, 62
applications for positive, 163–64
cultivation of positive, 162–64
higher purpose in pursuit of, 103–4
job crafting for generating, 47
resources in tasks with, 69
thriving fueled by having, 47
Me to We, 124–25
micro-moves
change and importance of, 127–28, 132–35
of discovery, 128–32
ethics infused by, 132
generative change by, 126–27
individuals emboldened by, 128
organizations’ implementing, 129–30, 133–35
possibilities explored in, 131–32, 134–35
unknown experienced in, 129–30, 133–34
W. L. Gore and Associates creating, 133–35
Microsoft, 126–27
milestones, 60
mindful engagement, 47
mindfulness
business relationships fostered with, 40–41
compassion in relational, 35–36
emotional triggers reinterpreted by, 38
emotion management by, 39
emotions balanced for relational, 34–35
emotions cocreating value with, 40
environmental triggers noticed by, 37
kindness in relational, 35
leaders cultivating, 34–36
physiological reactions modified by, 38–39
Reviva and Celia cultivating, 39–41
value of negotiating with, 32–34
minimization, of incivility, 50–51, 53
moral goodness, 77
moral manager, 90–91
moral persons, 90–91
Mulally, Alan, 155–57
negotiations, 32–34
Obama, Barack, 115
crisis creating, 147–48, 155, 160
from crisis leadership, 153–54, 156–57, 160
optimism, ix–x
optimization, of job, 67–68
organizational change. See also change
impediments to, x–xi
people’s best brought out by, 1–2
culture and impact of leadership in, 170–71
higher purpose reorientation in, 110–11
job crafting designed by, 70–71
micro-moves implemented at, 129–30, 133–35
outperforming of higher purpose, 104–5
practices for ethics in, 94–99
principalagent problem limiting, 100–101
resourcefulness’ importance in, 137
thrivers enabled by practices in, 48–54
trajectories for excellence in, 3f, 4, 113, 158
outperforming, of organizations, 104–5
phases, of emotional response, 36–37
physiological reactions, 38–39
play, engaging, 16–17
positive culture, of transcendence, 152–53
positive deviance, 85–86
positive organizational scholarship (POS), 5–7, 158
of excellency by increasing capacities, 2, 3f, 158
micro-moves explored for, 131–32, 134–35
in seed ideas for excellence, 5, 52, 133, 158
of calling forth moral goodness, 77
change, 142–45
dabbling, 134
ethics by organizational, 94–99
implementing code of ethics, 95, 97, 99
thriving and enabling, 48–54
presence, in conveying, 14
principal-agent problem, 100–101
principles
of acting “as if” in hope, 118–19, 123–25
hope cultivation’s practices and, 118–24
“kiss it better” in hope, 120–22
of open-book management, 53
of “shared, not stored” in hope, 122–24
prioritization, 169–70
privacy, 40–41
of employees job crafting, 66–67
project managers (PMs), 20–21
pursuance, 103–4
questioning, of positive identity, 57–58
Quimby, Roxanne, 74
recommendations, 5–7
reflected best-self, 61–62
Reflected Best-Self Exercise™ (RBSE), 61–62
reflection, 149–51
mindfulness fostering business, 40–41
resourcefulness
organizations’ importance of, 137
retail sector lead by, 145–46
self-affirmation strategy in, 141–42, 145–46
storytelling as strategy in, 139–40, 145–46
strategies during change for, 138–42
strategy of transformation in, 138–39
resources, 43, 69, 113, 136–37, 144–45
respect, 13–15
responses, to identity at work, 56
re-vision, of relational landscape, 68–69
Reviva and Celia restaurant, 39–41
routines, 18
Saginaw, Paul, 52–54
self-affirmation, 141–42, 145–46
Self-Employed Women’s Association (SEWA), 123–24
self-narration, 36–39
Shavitz, Burt, 74
SMART attributes, 85–86
Soaring Words, 122
Soccorsy, Ben, 30–31
social interactions, 33–34
Stat, Thomas, 118–20
storytelling, as resourcefulness strategy, 139–40, 145–46
strategies, 20–21
for connecting to one’s impact, 26–28
for crisis leadership, 149–57, 160
ethical leaders’ improvement, 92–94
of higher purpose and vision, 108–9
higher purpose imbuement, 106–10
for high-quality connections (HQCs), 13–17
job crafting, 67–70
leaders’ clusters of positive, 5–7
for managing emotions, 36–39
mindfulness for emotions, 39
positive identity’s cultivation, 58–62
resourcefulness and change, 138–42
resourcefulness’ transformation, 138–39
in self-narration, 36–39
thriving enhancement, 46–48
swap meets, 72–73
task-enable, 15
task significance, 22–26
threats, to identity, 57–58
thriving, 154–57
fueled by meaning in, 47
organization practices to enable, 48–54
strategies for enhancing, 46–48
at work’s values, 45–46, 51–52
Zingerman’s success by environmental, 52–53
trajectories, organizations’ excellence, 3f, 4, 113, 158
transcendence
Everest goals attributes for, 86–87
facilitation of, 85–87
positive culture as outgrowth for, 152–53
positive deviance in, 85–86
crisis leadership and authenticity strategy for, 152–57
uncertainty, 134
Vaill, Peter, 105–6
of ethical leaders, 91–92
of high-quality connections (HQCs), 11–13, 19
of hope, 116–18
mindful negotiations of, 32–34
of virtuousness, 80–81
Values in Action (VIA), 59
applications for actions in, 169–70
gratitude as enabling, 82–83
at Griffin Hospital, 88–89
health affected by, 80
prioritization in actions of, 169–70
value of, 80–81
strategy for learning and, 108–9
video conveyance of company, 30–31
We Day, 125
Weinzweig, Ari, 52–54
Wells Fargo, 30–31
Weston Solutions, 20–21
W. L. Gore and Associates, 133–35
Zingerman’s, 52–53